Performance dashboards use visual components (i.e.: charts) to highlight the data and exceptions that require action. * True False
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- 1. ________ typically deal with tactical issues, which tie strategy to day-to-day operations. A. Executives (vice presidents) B. Employees C. Managers (directors) D. Supervisors 2. ________ issues deal with day-to-day issues. A. Tactical B. Operational C. Strategic D. None of these 3. Customer loyalty: A. Is an employee's obligation to consistently support a company B. Gauges how happy your customers are with your good or service C. Is an important element of poor quality and customer service D. None of theseMatch the correct pairs - A. B. C. D. E. F. Task environment - A. B. C. D. E. F. Complex & Unstable environment - A. B. C. D. E. F. Simple and stable environment - A. B. C. D. E. F. General environment A. High environmental uncertainty B. Linear organizational structure C. Organizational Grouping D. Includes environmental factors that do not directly affect the firm, but may have an indirect influence on the firm's operations E. Includes environmental elements that directly impact the firm's ability to achieve its goals F. Low environmental uncertaintyBased on the case study contents, which corporate strategy direction should Mīhī use? Use the ‘Ansoff’ framework to determine the answer. Provide justification for the method you choose and why the other three other methods were not chosen. DO NOT USE AI IN YOUR RESPONSE.
- write an essay about which one of the statements you agree or disagree with regarding tomarket efficiency Manager A: “Shareholders will never know our capital budgeting decisions.” Manager B: “We cannot fool shareholders and the market. The market and shareholders will punish the company if bad capital budgeting decisions are madePLEASE ANSWER ALL TRUE OR FALSE 16. Employee satisfaction is a measure of the internal business perspective of the Balanced Scorecard.17. Success in the customer perspective of the Balances Scorecard should lead to improvement in the financial perspective.18. Key performance indicator scorecards that don’t reflect a company’s strategy can be just aseffective as the Balanced Scorecard.Pyramid of Success Reflection (400 words) page maximum paper on John Wooden's "Pyramid of Success (POS)". The paper should cover the following: a. Describe the POS – (300words) b. 3 concepts that apply and why to organizational improvement.—twooo pages c. 3 concepts for your personal use in the future and why you selected them. --- ttwoo pages or more pages d. Summary POS (ttwwooo page) Use a topic sentence ( summarize main idea) first in each paragraph followed by statements that support or explain your statement/idea Narrative style throughout. Use and refer to relevant material to support assumptions and evidence. Use additional articles, books, and other sources if useful. Must Add references
- 21 - Which of the following is not a reason for managers to plan? a) Performing SWOT analysis B) Reducing conflicts and wasteful activities NS) Coordinated efforts D) reduce uncertainty TO) Establishing standards for tools used to audit workAssume that you are one among the Board members of a corporate hospital name "Get Well Soon Healthcare". Keeping the competitive forces in healthcare next 5 years, the board has decided to relook at the current strategies. You have been asked to provide the inputs on a New Vision, a new Mission and new set of organizational objectives. Ccan you Share your thoughts on the Vision, Mission statements and set of new objectives that you would advocat?Google is one of the world’s leading high-tech firm. Its corporate mission is, “to organize the world’s information and make it universally accessible and useful.” Explain how Google’s mission affects the way Google develops and executes its strategy Focus on the Keywords in the Google’s Mission Statement while exploring the Google’s Corporate Info Website (https://about.google/). In the website, you should thoroughly look at the different products, activities, operations, programs, different viewers, geographic coverage, and other features to understand the overall strategies Google is pursuing. Based on your thorough analysis of the website, list down the Strategic Priorities of Google. Afterward, you are required to link the strategic priorities with the key aspects of the Google’s Mission Statement and then describe in detail how the Mission statement affects the way Google develops and executes its strategy.
- PLEASE ANSWER PART A OF THE BELOW QUESTION AND THE REMAINDER OF THE QUESTION WILL BE ASKED AS A FOLLOW UP QUESTION All answers MUST be delivered from a Sales, Tactical/middle management perspective. 1. a) Show how the Sales department can be computerised since Levi currently uses a manual system. Recommend one computerized system. *Application strategy with reason *Two advantages 1. b) From the perspective of your department and management level, discuss the effect of the PESTLE Analysis. Suggest ONE factor from three of the six external influences (PESTLE) that may be upsetting the business process(es) you have chosen and ONE factor from three of the six external influences (PESTLE) that may interrupt customers’ experiences. Request information from TWO other departments(Production, Distribution, Sales, Finance & Accounting, Human Resources) that could assist in your investigation. Please specify both the TYPE, and specific CONTENTS of the report you are requestingThe balanced scorecard is related to the strategy map in a way similar to howa. the value chain is related to product differentiation.b. SWOT analysis is related to execution.c. the organization’s key activities are related to the value chain.d. sustainability can be related to financial reportingWhich of the following is not a limitation of SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis? Select one :- a. Organizational strengths may not lead to competitive advantage. b. The SWOT focus on the external environment is too broad and integrative. c. SWOT gives a one-shot view of a moving target. d. SWOT overemphasizes a single dimension of strategy.
